ACHIEVING SUSTAINABLE DEVELOPMENT GOALS IN THE UAE PRIVATE SECTOR CONTRIBUTION

iii

FOREWORD IV

1. INTRODUCTION 1

1.1. THE UAE’s VISION OF SUSTAINABLE DEVELOPMENT 1

1.2. SDG GOVERNANCE IN THE UAE 3

1.3. THE UAE’s SUSTAINABILITY AGENDA AT EXPO 2020 5

1.4. THE CURRENT STATE OF SDGs IN THE UAE 7

1.5. COUNTRIES DEMONSTRATING PROGRESS 12

1.6. LESSONS LEARNT FOR THE UAE AND ITS PRIVATE SECTOR 17

2. CASE STUDIES 19

2.1. ROLE OF THE UAE’s PRIVATE SECTOR 19

2.2. DUBAI HOLDING COMPANY 19

2.3. CAREEM 21

2.4. MAJID AL FUTTAIM 23

2.5. DP WORLD 25

2.6. EMAAR GROUP 27

2.7. ALSERKAL GROUP 29

2.8. FIRST ABU DHABI BANK 31

2.9. MULTINATIONAL COMPANIES BUSINESS GROUP 33

2.10. EMIRATES 35

2.11. DUBAI FREE ZONES COUNCIL 37

2.12. MASDAR (ABU DHABI FUTURE ENERGY COMPANY) 39

2.13. SHUROOQ (THE SHARJAH INVESTMENT AND DEVELOPMENT AUTHORITY) 41

3. CONCLUSIONS 43

3.1. KEY CHALLENGES FOR THE PRIVATE SECTOR 43

3.2. THE WAY FORWARD FOR THE UAE 44

LIST OF ACRONYMS 45

CONTENTS

iv

FOREWORD

As Chair of the Private Sector Advisory Council, it gives me great pleasure to present

this report on the private sector’s contribution to the UAE’s Sustainable Development Goals.

This report provides an overview of the main initiatives being taken by leading companies

in the UAE to advance the government’s sustainability priorities.

We approach the year 2021 – the UAE’s Golden Jubilee – at a time of drastic and relentless

change globally. In this unstoppable transformation, we must continue to seek inclusive

progress and prosperity for all, within our fiercely competitive global economy. Indeed, the

UAE’s Vision 2021 – the overarching framework for the nation’s development – establishes

the UAE as a model nation for sustainable development. To fulfill this vision, engagement

with the private sector is invaluable.

The UAE’s commitment to sustainable development is not new. The principle of sustainable

development underpins the plans of the seven emirates and the UAE’s Vision 2021, which

often supersede those of the Global Agenda 2030. In 2017, the UAE government announced

a 50-year strategy for development, the UAE Centennial 2071. The plan is a clear commitment

to its people that by the country’s 100th anniversary, the UAE’s citizens will be celebrating

living in a model nation for sustainable development. As such, the Sustainable Development

Goals (SDGs) form part of a continuum of outcomes that the UAE aims to achieve in the

coming years.

The degree to which the UAE was involved in the formulation of the 2030 Agenda, and the

pace with which it has responded to the Agenda by creating the right governance structures,

are testament to the importance the country places on following a sustainable trajectory.

ABDULLA LOOTAHDirector General of Federal Competitiveness and Statistics Authority Vice Chair of the National Committee on SDGs Chair of the Private Sector Advisory Council on SDGs

v

However, to demonstrate the tangible steps the UAE has taken towards advancing

sustainable development, I would like to highlight two particular examples. First, the

institutional mechanism that has been put in place to localize and implement the SDGs –

the National Committee on SDGs. The second is the UAE’s role in forging partnerships

to mobilize action towards the SDGs.

The National Committee on SDGs, established in January 2017, is the institutional mechanism

responsible for leading the implementation of the 17 goals in the UAE. The Committee,

comprising 17 federal entities, prioritized the development of a 2030 roadmap focused on

four key phases: raising awareness, building foundations, developing policy, and instituting

rigorous reporting and monitoring. Since 2017, the National Committee has focused heavily

on raising awareness of the SDGs across society and within ministries. This year, the National

Committee on SDGs is assessing the UAE’s data readiness, in order to define clear baselines

and set quadrennial targets to inform all stakeholders of the direction the country shall take

to implement the 2030 Agenda.

The Committee also serves as a platform for multi-stakeholder engagement and coordination

to forge strong partnerships across society. In October 2018, during the World Data Forum

in Dubai, the National Committee launched a private sector advisory council and a youth

advisory council, both focused on SDGs. The aim of these councils is to solicit insights

regarding the opportunities and challenges leading companies and young people are faced

with in implementing the 2030 Agenda. In addition to companies acting as SDG champions in

their industries, members of the private sector advisory council are in the process of shaping

a consultative framework that will act as the official mechanism to engage the private sector

in the UAE and advance the achievement of the 2030 Agenda. Meanwhile, the youth advisory

council has developed a UAE youth strategy to ensure development not just for the young,

but also with and by them to strengthen and increase their positive contributions as agents

of change.

Recognizing that the implementation of the SDGs can only be successful through the

involvement of different non-governmental agents, we developed this report to detail the

efforts of an important partner to the UAE government – the private sector. As chair of the

private sector advisory council, it gives me immense pride to witness the commitment of our

members, and their contribution to the development of the UAE. And more importantly, the

significant role they are playing by using their myriad operations across the world to support

other countries’ development.

Together, the UAE seeks to respond to the ongoing economic transformation of a world

economy that is increasingly placing a premium on sustainable development and on

securing a better future for all.

vi

Sustainable development has become a priority in the agendas of nations around the world.

The UAE has been at the forefront of this trend, signing up to the United Nations’ Sustainable

Development Goals framework upon its establishment in 2015.

The country has made significant progress since then, by shaping the National Agenda,

establishing dedicated governance, and by deploying various initiatives. Given the pace of

economic development in the UAE, the government understands that sustainability efforts

are most effective if supported by the private sector. Open communication regarding the

priorities and challenges, and timely support for each other’s initiatives are key to enabling

continuous progress going forward.

This report was written to facilitate a dialogue between the government and the private

sector in order to learn how they can support each other. The paper outlines the priorities for

the UAE and analyzes other countries’ approaches to similar challenges. Extensive interviews

have been conducted with private sector companies in the UAE to understand how they

ensure the sustainability of their core businesses and contribute to addressing the UAE’s

priority issues. I hope this knowledge will serve as a platform for more targeted collaboration

between the government and private companies in the future, to enable the sustainable

development of the UAE.

GREG RUNGPartner

vii

Source: United Nations

Exhibit 1: The United Nations’ Sustainable Development Goals framework

1

1. INTRODUCTION

1.1. THE UAE’s VISION OF SUSTAINABLE DEVELOPMENT

In 2010, the UAE government launched the UAE Vision 2021,1 which aims to make the UAE

one of the best countries in the world by the time of its Golden Jubilee.

The UAE National Agenda was developed to guide efforts towards achieving the Vision

across six national priorities: Education, Health, Economy, Security, Housing and

Infrastructure, and Government services (see Exhibit 2).

Exhibit 2: UAE Vision 2021

UAE VISION2021 AGENDA

World-classHealthcare

CompetitiveKnowledge Economy

Safe Publicand Fair Judiciary

Cohesive Societyand Preserved Identity

Sustainable Environmentand Infrastructure

First-rate Education System

Source: https://www.vision2021.ae/en

In an effort to pursue the government’s ambitions of becoming a leading nation, the UAE

Centennial 2071 plan was launched in 2017 – an extended vision for the generations of the

next five decades to make the UAE the best country in the world by 2071, when the country

marks its 100th anniversary. The UAE Centennial 2071 represents a clear map for long-term

government action to fortify the country’s reputation and its soft power through a series of

bold initiatives across a variety of industries (see Exhibit 3).

1 UAE Vision 2021. Available online at: https://www.vision2021.ae/en

2

Exhibit 3: UAE Centennial 2071 pillars and objectives

UAE CENTENNIAL PILLARS OBJECTIVES

Future-focusedgovernment

• Establish a long-term vision and inspirational leadership

• Achieve happiness in society and spread positive messages

• Develop mechanisms for monitoring long-term variables across di�erent sectors

• Establish an excellent quality of education in science, technology, and engineering

• Enhance student teaching mechanisms

• Encourage institutions to become international research centers and incubators of entrepreneurship and innovation

• Become a competitive economy by increasing productivity, supporting national companies, investing in promising sectors, and focusing on innovation, entrepreneurship, and advanced industries

• Become a knowledge economy by means of UAE inventors and scientists, and supporting them in technical sciences

• Establish a secure, tolerant, cohesive, and ethical society that embraces happiness and a positive lifestyle, and a high quality of life

• Prepare future generations to serve as UAE goodwill ambassadors

• Promote women's participation in all sectors of the economy

• Make the UAE one of the best places to live

Excellent education

A diversified knowledge economy

A happy andcohesive society

Source: UAE Government Online Portal

The UAE’s development priorities are aligned with the concept of global sustainable

development. The UAE was one of the contributors to the United Nation’s Agenda 2030

during the “Rio+20” conference in June 2012. It also became one of the 30 members of

the UN’s Open Working Group to develop a set of 17 SDGs in 2015. Building on the eight

Millennium Development Goals, the SDGs were adopted by 193 governments around the

world, including the UAE.2

To ensure the implementation of these goals, the UN formulated the SDG Framework that

consists of 169 targets and 232 indicators. Given that sustainable development is at the heart

of the UAE’s development plans, the SDGs serve as a complementary framework to guide the

country’s efforts to achieve the objectives of both Vision 2021 and the UAE Centennial 2071.

2 United Nations Sustainable Development Goals. Available online at: https://sustainabledevelopment.un.org/sdgs

3

1.2. SDG GOVERNANCE IN THE UAE

To effectively implement the SDGs, the UAE has adopted a holistic approach which entailed

the creation of a National Committee on SDGs. Formed by UAE Cabinet Decree No. 14

in January 2017, the National Committee comprises 17 Federal entities, each of which is

leading a specific SDG (see Exhibit 4). Chaired by Her Excellency Reem bint Ebrahim Al

Hashimy, Minister of State for International Cooperation, and vice-chaired by His Excellency

Abdulla Lootah, Director General of FCSA, the committee facilitates the SDGs’ prioritization,

alignment, and integration, as well as monitoring and reporting across the country.

Exhibit 4: The UAE National Committee on SDGs

FEDERAL COMPETITIVENESS

& STATISTICS AUTHORITY

MINISTRY OF CABINET AFFAIRS

& THE FUTURE

MINISTRY OF FOREIGN AFFAIRS &

INTERNATIONAL COOPERATION

MINISTRY OF EDUCATION

MINISTRY OF ECONOMY

MINISTRY OF COMMUNITY

DEVELOPMENT

MINISTRY OF INTERIOR

MINISTRY OF HUMAN

RESOURCES AND EMIRATISATION

MINISTRY OF STATE FOR

FOOD SECURITY

MINISTRY OF CLIMATE CHANGE & ENVIRONMENT

MINISTRY OF HEALTH AND PREVENTION

MINISTRY OF STATE FOR

YOUTH AFFAIRS

UAE GENDER BALANCE COUNCIL

CENTRAL BANK OF THE UAE

MINISTRY OF INFRASTRUCTURE

DEVELOPMENT

MINISTRY OF ENERGY

AND INDUSTRY

MINISTRY OF FINANCE

Source: FCSA

In 2018, the National Committee launched two advisory councils, which help to uncover

implementation challenges, and also serve as the National Committee’s sounding boards for

future policy development. The councils include a private sector advisory council (PSAC)

represented by 12 private sector leaders (see Exhibit 5), as well as a youth advisory council

represented by 12 members.

Exhibit 5: The UAE Private Sector Advisory Council on the SDGs

Careem MAJID AL FUTTAIMDFZC

Dubai Free Zones Council

MCBG Multinational

Companies Business Group

ATKearney

ALSERKAL Emirates

SHUROOQ Sharjah Investment and Development

Authority

DP WORLD OLIVER WYMAN

FAB First Abu Dhabi

BankDUBAI HOLDING

Masdar A Mubadala

CompanyEMAAR

Source FCSA

4

PSAC provides a platform for regular dialogue between the private sector and the UAE

National Committee on SDGs. The goal of the council is to foster collaboration between

the government and the private sector and work together to achieve the SDGs. In 2019,

PSAC members organized a consultation framework which allowed private sector leaders

to engage with specific UAE thematic priorities related to the SDGs. Insights and findings

of the consultation sessions are reported back to the National Committee via the FCSA in

its capacity as secretariat of the National Committee (see Exhibit 6).

In addition to advancing the local implementation of the SDGs, the National Committee,

aware of the lack of cross-country engagement for the SDGs, launched the Global Councils

on SDGs during the World Government Summit (2018). The Global Councils are a platform

for international experts, each leading a specific goal, to come together and discuss innovative

solutions to implement the goals across the world.

Exhibit 6: Governance of the National Committee on SDGs

NATIONAL COMMITTEE ON SDGs

Institutional mechanism supporting thepath towards sustainable development in the UAE

• Share the views of UAE’s youth on opportunities and challenges in achieving the SDGs

• Report to the National Committee as its Secretariat

• Lead and facilitate engagements across councils

• Advise on policy reforms to support the achievement of the SDGs

• Act as ambassadors of the SDGs within industries

YOUTH ADVISORY COUNCIL

FEDERAL COMPETITIVENESSAND STATISTICS AUTHORITY

PRIVATE SECTORADVISORY COUNCIL

Source: FCSA

5

1.3. THE UAE’s SUSTAINABILITY AGENDA AT EXPO 2020

From October 2020, Expo 2020 Dubai will welcome 190 nations and millions of visitors for six

months with a mission of optimism: “Connecting Minds, Creating the Future”.

The UN’s SDGs fit alongside the over-arching mission of Expo 2020: to bring the world

together and share ideas to help solve its problems. The SDGs also impact all three of Expo’s

three key sub-themes, which Expo 2020 sees as fundamental in solving the broad challenges

that humanity faces: Opportunity, Mobility and Sustainability.

Over a four square-kilometer site, Expo 2020 is building three pavilions that reflect the three

sub-themes: Opportunity, Mobility, and Sustainability.

The Opportunity Pavilion will be a statement on the world’s collective contribution to the

SDGs. It will encourage visitors to realize how they can support the UN’s 2030 Agenda and

will create a stimulating environment to facilitate ideas for communities’ development.

The Pavilion is made of organic materials such as timber, stone, and rope that allow it to be

reused in whole or in parts.

The Mobility Pavilion will highlight how humankind has progressed over time with the aid

of exploration, creativity, perseverance, and enabling technology.

The Sustainability Pavilion, meanwhile, will be the centerpiece of the green agenda.

The pavilion will help visitors understand the environmental impact of the daily choices

they make. It will feature an array of cutting-edge technologies, enabling the structure to

generate its own water and electricity. For example, 10,000 square meters of solar panels

will be installed on the canopy and on “Energy Trees”, which will follow the movement of

the sun, making energy generation 20 percent more efficient. At peak capacity, the pavilion

will generate 4 GWh of energy per year. As this will be more than the building’s expected

operational needs, excess power will feed into the DEWA grid for use by the community.

The Sustainability Pavilion will also harvest its own water in a number of ways,

including air moisture collection, recycling grey and black water, and capturing air

conditioning condensation.

After the Expo finishes in April 2021, the Sustainability Pavilion will live on as a children and

science center in the future city of District 2020, where it will continue to inspire visitors to

live in balance with the natural world.

Sustainability is integrated into all aspects of Expo 2020 and will ensure that it makes a

meaningful impact that extends beyond the site and the six months of the World Expo.

It will also inspire our visitors to become part of the solution for a sustainable future through

content and programming.

6

The Expo site has been built in accordance with the principles of sustainable urban develop-

ment. This will result in a wide range of environmental, social, and economic benefits relevant

to the SDGs. More than 40 Key Performance Indicators (KPIs) will be met, including reducing

the use of water by 40 percent, diverting 85 percent of waste from landfill (by weight), and

the attainment of LEED Gold Certification or higher for all permanent buildings.

In legacy, the site will transform into District 2020, a smart city hosting business and

residential facilities that will continue to be a catalyst for sustainability efforts in Dubai and

the UAE long after the Expo has ended.

Expo 2020 will offer a program of SDG events in collaboration with countries, international

organizations, foundations, NGOs, corporates, and civil society, organized around four

key thematic areas: Last Mile Distribution, Livelihoods and Enterprise Development,

Women and Girls, and Water.

7

1.4. THE CURRENT STATE OF SDGs IN THE UAE

According to the 2018 SDG Index and Dashboards Report – the first and foremost

assessment of countries’ stance with regard to achieving the Goals – the UAE ranks 60th

among 156 countries, having improved by 17 ranks compared to 2017.3

The UAE was the best-ranked country in the GCC region in both years, and one of the only

two countries in the region that improved its rank (see Exhibit 7).

Exhibit 7: Ranking trend of GCC countries in the SDG index (2017-2018)

United Arab Emirates77

92

102105

98

98101

60

Barain

Kuwait

Oman

Saudi Arabia

80

2017

2018

Worst Best

Source: SDG Index 2018

According to the same report, in 2018, the UAE achieved an index score of 69, which means

it is 69 percent of the way to achieving the best outcome across SDGs. As a comparison,

the MENA region’s average score is 62 percent. The UAE performs particularly well in goals

relating to social and governance factors such as SDG 1 (ending poverty), SDG 10 (reduced

inequalities),4 SDG 16 (peace, justice and strong institutions), and SDG 17 (partnerships for

the goals) (see Exhibit 8).

Exhibit 8: UAE’s strong performing SDGs

2018 SCORES 100%93%100%

Source: SDG Index 2018

3 The report’s methodology is based on absolute thresholds to denote the distance of a country from achieving a specific goal. For more information, please visit https://sdg.index.org. The analysis in this section is based on UAE’s numbers in the 2018 SDG Index Report.

4 The score is unavailable in the SDG Index and Dashboards Report 2017-2018 due to lack of data at the source; the UAE performance is assessed based on the GINI data provided by FCSA.

8

1.4.1. THE UAE’s STRONGEST SDGs

With the UAE’s access to natural resources, the country does not face challenges from poverty,

which is reflected in the UAE’s achievement of the goal (score of 100 percent). Although no

one lives below the poverty line of $1.25 as defined by the World Bank Group, the UAE

supports the implementation of SDG 1 at an international level through humanitarian work

via different aid agencies such as the (ERC). Thirty-nine percent of the total aid provided

by ERC in 2016 was for SDG 1. The aid included financial support provided to orphans and

households caring for them, as well as to building and maintaining orphanages. In 2016,

the designated programs in 16 countries supported nearly 65,000 children who had lost

one or both of their parents.

The UAE scores high (93 percent) in SDG 16 because of its high government efficiency

(scored 5.6 out of 7), established property rights (scored 5.9 out of 7), and 100 percent rate

of child registration. The Ministry of Interior continuously works with public institutions to

ensure the UAE remains among the safest and most secure countries to live in by 2021.

MOI’s commitment is widely acknowledged – with the UAE reaching 90 percent in the SDG

Index KPI related to people feeling safe walking alone at night.

The UAE is also leading in SDG 17. In 2016 and 2017 respectively, the UAE contributed

0.36 percent and 0.28 percent of its GNI as Official Development Assistance (ODA) to Least

Developed Countries, thus excelling on the respective UN’s target that typically ranges

from 0.15 percent to 0.20 percent. In 2018, the UAE maintained its rank as the world’s

largest donor of ODA for the fifth consecutive year. Further, to mobilize additional financial

resources for developing countries from multiple sources (SDG target 17.3), the UAE Ministry

of Foreign Affairs and International Cooperation setup a solutions-driven dialogue with key

actors from the UAE private sector and development community to mobilize resources for

women’s empowerment.

The UAE is also making progress on reducing social inequality as emphasized by SDG

10. This is at the core of the UAE policies that target vulnerable categories of people such

as those with special needs, senior citizens, widows, divorcees, and families in distress.

The UAE is well positioned with regards to income distribution; its 2018 GINI index5 was

29.0 percent, outperforming countries such as the United Kingdom (37.7 percent) and the

United States (46.1 percent) (see Exhibit 9).

5 The GINI coefficient is a statistical measure of equality adjusted for under-reported top income and ranging from 0 (or 0 percent) to 1 (or 100 percent), with 0 representing perfect equality and 1 representing perfect inequality.

The UAE has been the largest ODA donor in the world, relative to GNI, for the fifth consecutive year.

9

Exhibit 9: Adjusted GINI coefficients for select countries (2018)

Norway

Slovenia

United Arab Emirates

Luxemburg

United Kingdom

Portugal

Jordan

United States

South Africa

26.7

27.5

29.0

31.7

37.7

42.6

43.2

46.1

67.1 Worst

Best

Source: SDG Index 2018, FCSA

1.4.2. THE UAE’s FASTEST AREAS OF PROGRESS

The UAE is demonstrating fast progress in SDGs such as SDG 11 (sustainable cities and

communities) and SDG 15 (life on land), having improved its scores by 117 percent and

97 percent respectively from 2017 to 2018 (see Exhibit 10). To drive progress in SDG 11,

in 2018 the Ministry of Infrastructure Development launched the Establishment of PPP

National Legal Framework Policy that encourages public-private partnerships to finance

and implement infrastructure projects. The Ministry of Climate Change and Environment

has also been actively developing important initiatives to promote SDG 15, such as

The Important Bird Areas Project (2018) to protect sites critical for bird conservation and

The National Ecotourism Project (2018) to encourage sustainable tourism that minimizes

impact on biodiversity.

Exhibit 10: Areas of fast progress in the SDGs in the UAE

30.7

66.6

2017 2018

117%

29.5

58.2

2017 2018

97%

Source: SDG Index 2017, 2018

10

1.4.3. THE UAE’s CHALLENGES

In order to rank among the top-10 countries in the SDG Index, the UAE will need to improve

its overall score by 10 basis points to reach 80 percent.6

Such progress can be achieved by 2023 by ensuring an annual improvement of 10 percent in

the SDGs in which the UAE currently scores below 50 percent,7 such as SDG 6 (clean water),

SDG 12 (responsible consumption and production), and SDG 13 (climate action) (see Exhibit 11).

These SDGs represent the areas where the UAE can improve the most given the country’s

climate and environmental conditions, as well as its economic and industrial development.

Exhibit 11: The UAE’s performance by SDG

SCORE IN PERCENTAGE

50

2017 2018

50

32

2017 2018

45 44

2017 2018

48

32

Source: SDG Index and Dashboards Report

The MENA region is the most water-scarce in the world, and the UAE faces some water

challenges that are especially common across GCC countries. High demand for water

use, coupled with significant water losses from distribution networks and inefficiency in

irrigation, is resulting in groundwater depletion. The alternatives, such as desalinated water

or recycled wastewater, bring additional challenges related to a higher carbon footprint.

This is reflected in the UAE’s score of 32 percent in SDG 6. To improve water security

planning and risk management, the Ministry of Energy and Industry has been working on

the implementation of the UAE Water Security Strategy 2036, which aims to reduce average

consumption per capita by half by focusing on sustainable practices. The strategy also

includes establishing six connecting networks between water and electricity entities across

the UAE.8

6 Based on the example of Iceland that ranks 10th and has a score of 79.7 percent.7 Given conservative assumptions of a growth rate of 5 percent for the SDGs currently prioritized on the government’s agenda (2, 7,

8, 9); a growth rate of 10 percent for SDG 10 after incorporating GINI data and the SDGs that are critical (6, 12, 13); a growth rate of 0 percent for the remaining SDGs’ scores.

8 Source: government.ae

11

Sustainable Consumption and Production is another key improvement area in the UAE, given

the country’s high turnover of industrial products and consumer goods. The UAE’s current

score of 44 percent for SDG 12 is driven by its high generation of solid and e-waste, as

well as its SO29 and nitrogen emissions. However, the country has already started driving

the progress of this SDG, and in 2019, Dubai e-waste specialist Enviroserve opened the

Recycling Hub, the world’s largest e-waste recycling facility. Located in Dubai Industrial

Park, the plant has a processing capacity of 100,000 tons of total waste per year, of which

39,000 tons is e-waste. Launched in partnership with the Swiss Government Export Finance

Agency, the project represents one of the largest foreign direct investments in the field of

sustainability in the UAE.

High carbon emissions from the UAE’s industrial’s operations represent another challenge

and this is reflected in the current performance under SDG 13 (31.6 percent). The Ministry

of Climate Change and Environment is leading the implementation of SDG 12 and 13 by

proposing legislations, plans, strategies, and policies to mitigate the impact of climate

change in the UAE. In addition, the Ministry actively engages in international climate change

negotiations through close coordination with all concerned stakeholders to address global

climate challenges. The UAE’s efforts in renewable energy projects also contribute to the

progress in reducing carbon emissions. According to forecasts,10 the region is on track to

leverage renewables to reduce the power sector’s carbon dioxide emissions by 22 percent

by 2030.

As the private sector is the engine of the UAE economy, its leaders’ support is critical in

ensuring that the UAE succeeds in implementing the SDGs. Companies can contribute by

rethinking their supply chain processes and operations, as well as by formulating strategies

that ensure smart waste, water, and emissions management. Implementing sustainable

initiatives into business processes will help drive the UAE’s progress and raise awareness in

a way that will support sustainability among smaller market players.

9 Sulfur dioxide emissions10 IRENA GCC Renewable Energy Market Analysis 2019.

12

1.5. COUNTRIES DEMONSTRATING PROGRESS

As the UAE is looking to continuously improve its rank in the SDG index, it is important to

learn from the experience of other countries that are facing similar challenges and pursuing

goals particularly relevant to the UAE. As outlined in the previous section, these are Clean

Water and Sanitation (SDG 6), Responsible Consumption and Production (SDG 12), and

Climate Action (SDG 13). The criteria for benchmark selection included the countries’ scores

and their progress in the respective SDGs, environmental challenges that are similar to the

UAE, the economy size (for example, city-states), and economy base (for example, energy

rich countries).

1.5.1. WATER SUSTAINABILITY

COUNTRY IN FOCUS: SINGAPORE

Singapore is considered one of the most water-scarce countries in the world, according to

a 2015 report from the World Resources Institute.11 Singapore is similar to the UAE in terms

of its limited supply of fresh water, its small land area, and its relative economic size. Scoring

86 percent in SDG 6 despite its resource scarcity, Singapore is now recognized as a leader in

providing access to affordable, high-quality water by focusing on increasing water efficiency

through a range of levers (see Exhibit 12).

Exhibit 12: Levers to increase water efficiency

LEVER DESCRIPTION

Investing intechnology

NEWater Initiative – brand of ultra-clean, high-grade reclaimed water, producedusing advanced membrane technologies and ultraviolet disinfection to furtherpurify treated wastewater

Campaigns for improving rates of recycling and increasing uptake of waterconservation projects

Increasingawareness

Funding for companies to implement water e�ciency initiatives, such asconsultations for solutions, and water stewardship (Water E�ciency Awardsand Water E�ciency Fund)

Private sectorincentivesand support

Deep Tunnel Sewerage System to allow for large-scale and e�cient water recycling and to minimize the risk of cross contamination between watercatchments and wastewater

Developing sustainable infrastructure

Singapore Water Academy – a learning institute in urban water managementestablished in 2016 to o�er specialized programs for water professionalsboth internationally and locally

Developing localknowledge andcapabilities

Regular engagement to share expertise with global organizations, such asUNESCO and the International Water Association

Internationalcooperation

Source: Oliver Wyman research

11 Singapore’s Voluntary Nation Review report on sustainable development, 2018

SDG 6 score

86%

Global rank

53

13

Similar to Singapore, Hong Kong has developed its Total Water Management Strategy that

focuses on water efficiency through managing water demand and supply. On the demand

side, Hong Kong is driving public awareness and local knowledge by enhancing public

education on water conservation and promoting the use of water-saving devices. Water

supply related initiatives include enhancing water leakage control, rainwater harvesting,

extending the use of seawater for toilet flushing, and actively exploring new sources of

water reuse.12

COUNTRY IN FOCUS: MALTA

Due to low levels of rainfall, high temperatures, and high population density, Malta13

is considered one of the 10 most water-scarce countries in the world.14 As a result, the

government has prioritized effective and efficient management of water consumption by

investing in a number of key projects and initiatives aimed at upgrading water desalination

plants and promoting water reuse. These initiatives include:

• increasing the energy efficiency of sea-water desalination plants;

• development of recycling and distribution capacity to enable the use

of treated water; and

• water conservation campaigns addressing all water intensive sectors

In addition, as part of the Mediterranean Water Forum, the Maltese government actively

supports cooperation between water management agencies in the Mediterranean region,

including with countries such as Egypt, Cyprus, Monaco, and Tunisia which face similar

water challenges.

Building a culture of water rationalization has also been a priority for GCC countries such

as Saudi Arabia. In March 2019, Saudi Arabia launched Qatrah, a new program to promote

greater water sustainability in urban consumption through smart metering, educational

campaigns, and by driving technological innovation.

12 Hong Kong Water Supplies Department13 Malta’s Ministry for Energy and Water Management14 According to the European Environment Agency (EEA)

SDG 6 score

81%

Global rank

30

14

1.5.2. SUSTAINABLE CONSUMPTION AND PRODUCTION

COUNTRY IN FOCUS: BAHRAIN

Bahrain faces challenges related to waste that are similar to those faced by the UAE, because

of its increasing population, limited land availability, and scarcity of waste disposal sites.

The country’s efforts in the areas of waste management have so far helped to maintain waste

generation rates at low levels compared to its GCC peers (see Exhibit 13). Despite Bahrain

being the second best after Oman, the country’s economic development (GDP per capita of

$22,100)15 is more comparable to that of the UAE, as opposed to Oman (GDP per capita of

$16,100). In addition, Bahrain fares better than Oman in other waste-management related

indicators such as the amount of e-waste generated per capita with 12.9 kg/capita of e-waste

in Bahrain vs. 14 kg/capita in Oman in 2018.16

Exhibit 13: Municipal solid waste (kg/person/year), 2018

Oman 0.7

Bahrain 1.1

Saudi Arabia 1.3

United Arab Emirates 1.7

Kuwait 5.7

Source: SDG Index 2018

The government of Bahrain is launching several waste management and recycling initiatives,

including the construction of waste recycling facilities (Waste to Energy plant) and door-to-

door pilot projects for dry recyclables. The country is in the process of finalizing its National

Waste Management Strategy to provide specific targets and actions on the topic in line

with its broader national plans such as the National Environmental Strategy (2006), the

Bahrain Economic Vision 2030 (2008), and the National Energy Efficiency Action Plan (2017).

In addition, Bahrain has ratified the Basel Convention on the Control of Transboundary

Movements of Hazardous Wastes. A statistical system has been established to manage this,

including the daily registration of the amount of industrial waste, its type and source, place

of disposal, export, and information on the carrier. The system also includes an annual report

to the Secretariat of the Basel Convention.17 Bahrain’s example shows that building the

right waste management infrastructure with enabling regulations is key to driving positive

progress in SDG 12.

15 Trading Economics, 2017 data16 SDG Index Report 201817 Bahrain Voluntary National Review 2018

SDG 12 score

73%

Global rank

80

15

COUNTRY IN FOCUS: SOUTH KOREA

Despite its relatively low score, South Korea deploys a range of e-waste recycling initiatives

that could be particularly relevant to the UAE. South Korea has been a pioneer in e-waste

utilization since 2003, when the government introduced the Extended Producer Responsibility

(EPR) concept, which places the burden of disposal of the e-waste on the supplier. Suppliers

have to recycle a certain volume (by weight) of electric and electronic items set by the

Ministry of Environment based on sales per item. An organization of producers called

the Korea Electronics Recycling Cooperative allocates each supplier a recycling quota.

To facilitate recycling with no additional investment, the government has mandated suppliers

to provide a free pick-up of used electronic appliances from consumers for recycling or

refurbishment. Companies can then sell or donate refurbished goods, encouraged by the

public support facilitated by the government.

The Ministry of Environment in South Korea also encourages the reuse of second-hand

goods by requiring each region to establish a certain number of second-hand stores.

This reduces e-waste volumes, while also providing opportunities for profit generation

by the private sector.

1.5.3. CLIMATE ACTION

COUNTRY IN FOCUS: INDONESIA

According to a 2017 United Nations paper, refrigeration and air-conditioning in Indonesia’s

urban areas account for around 40 percent of its national energy consumption and

15.4 percent of its national greenhouse gas emissions, if emissions from land use, land-use

change, and forestry18 are excluded. In line with the Kigali Amendment to the Montreal

Protocol on Substances that Deplete the Ozone Layer, the country has decided to promote

low-emission and energy-efficient refrigeration and air-conditioning technologies by

developing a cross-ministerial program on phasing out hydrofluorocarbons and incentivizing

the purchase of propane-based energy-efficient air conditioners and refrigerators. In

collaboration with the German Federal Ministry for the Environment, Nature Conservation

and Nuclear Safety, the German Corporation for International Cooperation, as well as local

companies, Indonesia is working on implementing its Framework for nationally appropriate

mitigation actions to support climate action goals. The initiatives focus on enhancing

technology, creating incentives, and measuring performance. These initiatives include,

among others:

• creating partnerships between the Ministries of Energy, Industries, Environment and

Planning, and the private sector (chiller manufacturers and their suppliers);

• installing a propane-based roof-mounted air-conditioning system for room

air-conditioning with an output of 60 kW in Pertamina’s office (the largest

Indonesian oil and gas company);

18 Source: UN’s Urban environment related mitigation benefits and co-benefits of policies, practices, and actions under the Framework Convention on Climate change 2017.

SDG 12 score

65%

Global rank

19

SDG 13 score

89%

Global rank

99

16

• launching plants with propane-based chillers at the sites of local companies

(for example, PT. Phapros), universities (for example, Politeknik Negeri Bandung),

and hotels (for example, Novotel Lombok Resort and Villas);

• encouraging research and training at local universities, as well as providing

vocational training to refrigeration technicians in the safe and energy-efficient

use of flammable refrigerants; and

• reporting on emissions under the United Nations Framework Convention on

Climate Change.

COUNTRY IN FOCUS: LUXEMBOURG

In June 2017, Luxembourg launched the Climate Finance Accelerator, a joint initiative

between the government and private sector to enable action against climate change as per

the United Nations agenda. Besides this, the initiative aims to help establish Luxembourg as

a leader in the field of green finance. The Accelerator aims to create the necessary structures

to enable climate financing by offering support to new and innovative asset managers who

would like to invest in efficient and impactful projects targeting climate change. By 2020,

the government plans to contribute €2 million to the initiative, and the private sector another

€1 million.

The experiences of countries such as Luxembourg in enabling dedicated vehicles for green

finance is an important learning opportunity for the UAE, given the UAE’s drive towards

implementing green and sustainable finance. In 2016, eleven financial institutions committed

to the Dubai Declaration on Sustainable Finance, which aims to establish sustainability-

related practices in both conventional and Islamic finance through strategic partnerships

with major local financial institutions. Abu Dhabi Global Market has followed by launching

its Sustainable Finance Agenda in 2019, which was signed by 25 key public and private

entities. One of the key objectives of the Agenda, similar to Luxembourg’s, is to develop

a robust finance ecosystem to support a diverse pool of sustainable product offerings and

participating institutions.

SDG 13 score

80.6%

Global rank

22

17

1.6. LESSONS LEARNT FOR THE UAE AND ITS PRIVATE SECTOR

Progressing beyond the SDGs requires countries to support different components of a

given goal. The engagement and involvement of the private sector is critical to ensure that

progress is being driven and implemented. The SDGs represent an opportunity for the

private sector to innovate, improve risk management, and build stronger relationships with

key stakeholders.

As shown by different countries’ experiences, the following success factors would help

maximize the private sector’s involvement and contribution to the implementation of

the SDGs:

1. SHARED RESPONSIBILITY

The government and the private sector can share responsibility on specific initiatives,

such as addresing e-waste in ways similar to South Korea’s EPR concept. To do this,

the governments need to provide clear regulation and guidance, and private sector

companies should communicate their ideas and capabilities concerning potential areas

for collaboration.

2. ESTABLISHING EFFECTIVE GOVERNANCE AND PROCESSES

To be able to manage sustainability efforts effectively, both governments and private

sector companies must develop organization-wide processes and governance. Stakeholders

need to set sustainability targets, define internal processes on how to meet these targets,

enable supporting systems (for example, the statistical system in Bahrain), and allocate

stakeholders to supervise the processes and communicate the progress.

3. DATA COLLECTION AND REPORTING

Regular data collection across a range of indicators is essential, because it provides an

up-to-date understanding of progress made, and of existing gaps. Standardized data across

a range of SDG-specific dimensions allow for a comparative analysis of private companies,

enabling timely exchange of knowledge and best practices. Data collection and reporting

based on international standards (for example, the Basel Convention in Bahrain’s case)

enables a country’s efforts to be recognized in a timely manner.

18

4. ENABLING INFRASTRUCTURE

The governments’ role is key in setting up the necessary infrastructure to enable green

value chains across industries. For instance, developing efficient water sewerage systems in

Singapore and facilititating dedicated financing platforms in Luxembourg have been critical

in driving the countries’ progress on their respective SDGs. There are plenty of opportunities

for private sector players to participate in infrastructure development projects relevant to

their core businesses and thus facilitate national progress.

5. DEPLOYING CUTTING-EDGE TECHNOLOGY

Investing and promoting green technologies helps advance the critical environmental SDGs.

Membrane technologies for water purification (such as the NEWater initiative in Singapore),

waste recycling advances, or energy generation technologies (for example, renewable

energy facilities, propane-based chillers) help reduce the respective issues of water depletion,

waste generation, and carbon emission from traditional energy use.

6. INCREASING AWARENESS

Governments can play a key role in driving sustainable consumption of resources (for

example, low emission cooling in Indonesia or water demand management in Hong Kong).

Private sector companies can leverage such governmental programs to promote awareness

to their employees and communities, as well as to other companies and markets in a country.

Governments, therefore, need to ensure timely communication of their goals to market

leaders, and offer incentives for driving these campaigns.

7. INTERNATIONAL COLLABORATION

Continuous exchange of experiences and best practices across countries’ governments

and industries is vital to facilitating progress on the SDGs. The example of the Maltese

government shows the importance of cooperation among governments facing similar issues

in water management. The example of the Indonesian government demonstrates the impact

of a partnership with the German government which has not only resulted in the deployment

of best practices and technologies, but has also facilitated the involvement of local companies

in climate action-related initiatives.

19

2.2. DUBAI HOLDING COMPANY

Established in 2004, Dubai Holding has over 20,000 employees and manages a

portfolio worth AED130 billion in assets across 12 countries. The conglomerate

operates in multiple industries, including hospitality, media, real estate, and retail.

The companies of Dubai Holding’s portfolio have been integrating sustainability

initiatives in their core businesses. To consolidate these efforts and to leverage its

extensive outreach to customers and employees, Dubai Holding is planning to launch

a group-wide sustainability strategy in 2019 using the SDGs as a guiding framework.

Once this strategy is launched, the corporation will establish regular reporting on its

efforts across different SDGs.

To date, the companies of the Holding have been contributing to the critical

environment-related SDGs, including responsible consumption and production

(SDG 12) and climate action (SDG 13).

To decrease the amount of solid waste, Jumeirah Restaurant Group went plastic-straw

free in March 2018. The company stopped using plastic straws, swizzle sticks, stirrers,

and toothpicks in all its food and beverage outlets.

In response to the problem of food waste, Oasis Village, the Jumeirah Group’s staff

accommodation community, has installed a Bokashi bin system that utilizes food waste

2. CASE STUDIES

2.1. ROLE OF THE UAE’s PRIVATE SECTOR

Private companies in the UAE have immense potential to drive progress on the SDGs.

Operating across multiple industries, employing thousands of people, and serving millions

of clients, they have a huge impact on society and have the potential to contribute more.

The nation’s biggest corporations have already been implementing various SDGs into their

businesses by launching dedicated strategies and running related initiatives.

We interviewed private sector members of the UAE National Committee to understand

how they contribute to the SDGs, especially those that are critical for the UAE, namely

SDGs 6, 12, and 13. This chapter provides unique insights on the impact made across

various industries, and illustrates best practices that other companies can leverage in their

approach to sustainability.

HUDA BUHUMAIDChief Marketing Officer

CASE STUDY

19

20

to enrich the soil.1 The amount of waste going to landfill has been

reduced by 150 kg monthly.

As part of the climate action initiatives, Dubai Properties installed

energy-saving systems in its communities to offset an estimated

1,450 tons of CO2 emissions annually. In addition, Jumeirah Etihad

towers achieved a 20 percent reduction in energy consumption

by replacing 10,000 dichroic lamps with LED lights.

TECOM Group has been investing in energy efficiency initiatives,

achieving a reduction of 1.7 tons of carbon in 2017. The list of the

company’s initiatives includes smart cooling technologies, lights

replacement, and building management systems to ensure smart

use of energy.

To further support the country’s efforts in controlling carbon

emissions, Dubai Holding has installed photovoltaic solar panel

modules across the company heaquarter’s parking and rooftops.

These panels now contribute to savings of up to 200 tons of

carbon dioxide.

1 An eco-friendly composting system that eliminates the odors and unpleasantness associated with putrefaction and decay.

Solar panels at Dubai Holding’s HQ

3.9 million weekly listeners have a unique opportunity to learn more about the sustainable goals.

21

2.3. CAREEM

Established in 2012, Careem is the largest mobility provider in the Middle East.

Operating in 120 cities across 15 countries, Careem is driven by its mission of

improving people’s lives. Careem’s strategic focus has historically been placed on

three key areas of business conduct: education, employment, and technology.

The company ties these focus areas to three SDGs: quality of education (SDG 4),

decent work (SDG 8), and climate action (SDG 13). To contribute more to the latter,

Careem is a signatory to the United Nations Global Compact (UNGC) principles.

In addition, Careem sees its internal strategies through the lens of the SDGs and

the UN’s Women Empowerment principles. For example, the HR team’s strategies

promote diversity, flexible working hours, and extended parental leaves, thus

contributing to SDG 5 (gender equality).

Since the company’s launch, Careem has provided job oportunities for over

1 million captains across its countries of operation. In addition, Careem provides

opportunities for the captains’ development and education. By partnering with

blue chip companies and coaches, Careem organizes courses on personal and

business finance planning, as well as health and wellbeing. Moreover, in partnership

with NYU Abu Dhabi, Careem has deployed financial literacy courses for its captains.

Careem’s technological capabilities have allowed it to identify opportunities to reduce

carbon emissions and contribute to SDG 13. The company is shifting its focus to

promoting electric and self-driven vehicles and as such, is working with the UAE

Roads and Transport Authority to analyze potential impacts and opportunities.

When the shift to self-driving cars occurs, Careem hopes to provide new job

opportunities for its captains in the monitoring and maintenance of driverless cars,

and in related fields.

NADIA ROUCHDYHead of Sustainability & Social Impact

CASE STUDY

22

Careem’s fleet is not 100 percent electrical, but the company is

finding other means to reduce the amount of petrol used through

investments in behavioral driving,1 car-pooling,2 and bike-

sharing3 solutions. A study on behavioral driving conducted in

2018 using captains in the UAE and Saudi has demonstrated that

between 2 percent and 11 percent of fuel can be saved when

compared to normal driving. A car-pooling service, currently run

in Alexandria, Jeddah, and Amman, helps reduce travel distance

by up to 4.5 kilometers per trip, thus also contributing to cutting

carbon emissions.

In addition, the company uses its platform for donations. In the

UAE, Careem has partnered with the UN Refugee Agency (UNHCR)

to offer customers the opportunity to add an additional AED3 to

their trip fare. Over $350,000 has been raised to support over 300

refugee families through the UNHCR’s cash assistance program.

In addition, through Careem Rewards points customers can support

global, regional, and local causes. For instance, in the UAE they have

a choice to provide food to children through a global program Share

the Meal, and also contribute to quality education through the Dubai

Cares program.

1 Initiative that aims at changing drivers’ behavior towards more conscious usage of fuel, using specific devices that indicate the need to adjust the driving manner.

2 Sharing a taxi trip with other passengers.3 A service that makes bikes available for shared use to individuals on a short-term basis.

Careem has a target of 20,000 female captains by 2020.

23

2.4. MAJID AL FUTTAIM

Founded in 1992, Majid Al Futtaim is a leading shopping mall, communities, retail,

and leisure services provider across 15 countries in the Middle East, Africa, and Asia.

Employing over 43,000 people, the company operates 25 shopping malls, including Mall

of the Emirates, Mall of Egypt, and City Centre malls, more than 400 VOX Cinema screens

and 36 Magic Planet family entertainment centers, 13 hotels, and other establishments

across the region.

Majid Al Futtaim emphasizes sustainability in its operations and has established dedicated

governance across its divisions. Launched in 2018, Majid Al Futtaim’s sustainability

strategy Dare Today Change Tomorrow sets 11 Sustainable Business Commitments which

drive progress in 21 key areas measured by short- and long-term targets and indicators.

The strategic issues are aligned to the global frameworks, such as the Global Reporting

Initiative (GRI)1 and UNGC,2 as well as to the 10 prioritized SDGs, including the critical ones

for the UAE – SDG 6 (clean water) and SDG 13 (climate action).

Contributing to these SDGs, Majid Al Futtaim was the first company in the Middle East

to adapt a “net positive” commitment approach to carbon emissions and water by 2040.3

The initiatives deployed by the company illustrate the efforts to date.

Greywater capture and reuse process in Sheraton Hotel Mall of the Emirates

Up to 70 cubic meters of greywater is currently collected per day from the hotel’s sinks

and showers. Over 40 percent of this water is recycled, and 80 percent of the recycled

water is then reused in the cooling towers.

Sewage treatment plant in Al Zahia Community

The company directed the flow of sewage from the residential community into the sewage

plant to return the treated water into the community’s irrigation systems, covering about

25 percent of the community’s irrigation needs. Operating a sewage treatment plant

covers all of the sewage disposal needs for the community.

1 Global Reporting Initiative2 United Nations Global Compact3 The Net Positive Commitment means the company puts more back into the environment than it takes out, thus achieving

positive corporate footprint by 2040

IBRAHIM AL ZU’BIChief Sustainability Officer

CASE STUDY

Sheraton Hotel Mall of the Emirates Sewage treatment plant in Al Zahia Community

24

Minimizing waste to landfill

My City Centre Masdar, a shopping mall set to open in Abu Dhabi

in 2019, will adopt an innovative waste management strategy. It will

involve diverting a minimum of 70 percent of the total solid waste

generated away from landfill, and collecting and segregating food

waste and landscaping waste for composting off-site.

Oil recycling at VOX Cinema

Used cooking oil at VOX Cinema is recycled into fuel that can be

used to run buses, heat homes, and even generate electricity.

The initiative not only results in a positive environmental impact,

but also generated AED137,500 in revenue in 2017 from the sale of

waste oil.

Smart-cooling technologies

In order to minimize energy consumption in its stores, malls, and

community buildings, Majid Al Futtaim deploys smart technologies

to regulate air-conditioning systems and avoid unnecessary use.

It also invests in improving the efficiency of appliances and conducts

campaigns to raise staff awareness on energy consumption.

The company has set a target of 37 percent reduction in operational

carbon footprint by 2022 and has enabled a regular process of data

collection to track progress.

Mall of the Emirates solar park

Solar panels installed in Mall of The Emirates have generated more

than 3 GWh of renewable energy to date, enough to light 170 homes

for a year. The panels also cover 7.3 percent of the landlord

peak demand.

Majid Al Futtaim was the first company in the Middle East to deploy a net positive commitment approach.

Solar panels at Mall of The Emirates car park

25

2.5. DP WORLD

DP World is a global trade enabler providing data driven logistics solutions to stake-

holders around the world. Employing 45,000 people, the company operates ports and

terminals, as well as industrial parks, logistics and economic zones, maritime services

and marinas in 80 locations across 40 countries and six continents.

Being a sustainable and responsible business is part of the company’s strategic priorities.

In 2017, DP World aligned many of its sustainability programs and business initiatives to a

range of SDGs. In the UAE, the company’s focus has been on SDG 4 (quality of education),

SDG 5 (gender equality), and SDG 7 (clean energy).

As part of DP World’s global commitment to energy and climate sustainability, the

company has commissioned the largest distributed solar rooftop project in the Middle

East. The project will comprise 157,000 rooftop solar modules commissioned in two

phases to deliver 63 GWh of clean power annually. This will be enough to power more

than 4,600 homes per year.

The solar array will deliver annual carbon savings of more than 48,800 tons of carbon,

equivalent to taking more than 9,400 cars off the road for a year or the carbon

sequestered by one million trees over 10 years.

In 2015, DP World launched an educational program for 8- to 14-year-old pupils in the UAE

and other countries in its international network.

DP World aims to engage 34,000 children by 2020. The program

comprises 12 modules that are delivered in local schools by

DP World’s employees as part of their volunteering leave. The

scheme aims to boost the skills, aspirations, and confidence of

the youth and raise awareness about the maritime sector, trade,

and logistics. Subjects include port management, sustainability,

geography, ocean protection, disaster relief, illegal wildlife

trafficking, mathematics, and design and technology.

KATE WILLOUGHBYHead of Group Sustainability and Impact

CASE STUDY

As of 2018, the solar panels have provided 7 percent of the total electricity consumption of Jafza.

26

DP World is developing an addition to the program that will be run

as part of the Expo 2020 to include 16- to 18-year-olds with the

objective to engage and inspire more young people in the trade

industry. DP World will continue to run this program after the Expo

as part of their legacy. It will also create a pipeline for the future

Logistics University that is planned to be established in the District

2020 after the Expo is over.

In order to promote gender equality, DP World collaborates with

other private sector champions in the UAE. In 2019, it partnered

with Airbus and the Middlesex University Dubai to hold a training

session based on the UN Women Empowerment Principles and

share best practices on the topic. DP World has also rolled out global

initiatives such as a female mentoring program and developing

gender balanced shortlists for interview to support female career

development in the industry.

Over 15,000 students have participated in the DP World’s education program, and 84 percent have confimed they developed new skills.

27

2.6. EMAAR GROUP

Emaar Properties is the largest real estate developer in the UAE. The broader Emaar

Group provides a portfolio of hospitality, retail, entertainment, and community

management services. Employing around 7,000 people, Emaar has an active presence

in 12 markets across the Middle East, North Africa, Asia, Europe, and North America.

Emaar’s Group Operations, the operational arm of Emaar Properties, set a five-year

functional strategy in 2016. It covers a range of areas, and sustainability is one central

area. The sustainability targets include a commitment towards responsible use of the

environment. To ensure implementation of this commitment, Group Operations has

defined a set of KPIs that are cascaded to all business units and assets of the company.

Some KPIs are identical to the indicators proposed in the SDG Compass guide, such

as Building Energy intensity, while others are generally aligned with the SDGs. The key

SDGs supported by Emaar’s strategy include SDG 6 (clean water), SDG 12 (sustainable

consumption and production), and SDG 13 (climate action).

Exhibit 14: Targets and progress to date

Target

Achieved

2017 2018 2019 2020 2021

20

35

55

6575

20

36

WASTE SEGREGATION – MALL AND COMMERCIAL BUILDINGS36 PERCENT SEGREGATION OF SOLID WASTE FOR RECYCLING

Target

Achieved4.4

8.510.6

20

16.4

12.7

4.5

2019 2020 20212017 20182016

Baseline

ELECTRICITY CONSUMPTION10.5 PERCENT YTD REDUCTION COMPARED TO 2016 (BASELINE)

Source: EMAAR

AHMAD AL FALASIExecutive Director, Group Operations

CASE STUDY

Sustainability is at the forefront in our pursuit for excellence.

28

Emaar’s water management program was launched

in 2016 to promote responsible usage of water

resources. It aims for a 20 percent reduction in water

consumption by 2021. The program established the

use of efficient fixtures, smart landscaping, improved

irrigation processes, and water efficient cleaning

equipment – resulting in 24 million imperial gallons of water savings, which represents a

6 percent reduction in water consumption relative to 2017. In addition, the treated water

from a reverse osmosis plant is used to top-up the Dubai Fountain, which results in water

savings of over 125 million imperial gallons annually, and also reduces strain on the UAE’s

potable water network and freshwater resources.

Group Operations also supports the Dubai Municipality in landfill waste management,

aiming at diverting 75 percent of waste from landfill by 2021 (see Exhibit 14), which is in

line with the UAE’s national agenda. The company has launched a process to create

high quality segregated waste that can be effectively recycled. In 2018, almost 12,000

metric tons of waste (over 26 percent of total waste) were segregated into recyclable

and compostable materials – an important achievement considering the UAE’s average

segregation rate of 10-15 percent.

Emaar’s Group Operations has set another ambitious target of reducing energy consumption

by 20 percent by 2021 in order to minimize its carbon footprint. The company’s efforts

to date have already resulted in 10.6 percent reduction compared to the baseline year of

2016. In 2018 alone, Group Operations has achieved 27 million kWh of savings in electricity

consumption and 12 million TWh of savings in district cooling – all of which helped to

reduce the carbon footprint by over 12 million kilos.

Emaar’s water savings in 2018 can fill over 44 Olympic pools.

Emaar Square Burj Khalifa

29

2.7. ALSERKAL GROUP

Founded in 1947, Alserkal Group is one of the largest UAE family businesses. The diverse

portfolio of the Group’s services includes environmental solutions such as waste and

water management, property development, tourism, transportation services, facilities

management, investment, and cultural initiatives. The company operates in the UAE,

Oman, Bahrain, and Qatar, employing over 800 people.

Alserkal Group has been involved in supporting sustainability in the UAE and the

region since the 1990s. Even though the company’s strategy is not explicitly mapped

to specific SDGs, the business processes are well aligned with the two critical SDGs for

the UAE – SDG 6 (clean water and sanitation) and SDG 12 (sustainable consumption

and production).

One of Alserkal Group’s core businesses is developing solutions to ensure clean water

and sanitation in the commercial and residential areas of the food producing industries.

In 1993, Alserkal Group setup the first grease trap in the UAE to enable collection of fats,

oils, and grease (FOG) from kitchen wastewaters. Apart from the benefits of water reuse,

the grease trap solution helps protect against risks to public health which can be caused

when sewer overflows contaminate the environment. The reason for such outflows is

typically related to pipe blockages when uncollected FOG solidifies.

Alserkal Group has been driving clean water initiatives in other Emirates as well.

The Group is currently working on deploying a smart-city solution to help regulate

the market of grease traps.

AHMAD BIN EISA ALSERKAL

Chairman of Alserkal Group

CASE STUDY

30

In addition to cleaning water which has already been contami-

nated, Alserkal Group’s company Coregreen collects used

cooking oil (UCO) before it has been disposed into the water,

thus contributing to SDG 12. UCO can cause public health issues

if it is reused for cooking. Since 2000, Alserkal Group has been

authorized by Dubai Municipality to collect UCO and ensure it

gets properly recycled into bio-diesel.

In 2018, the Group signed a contract with Tadweer, the Center

of Waste Management of Abu Dhabi, to commission the biggest

facility for converting UCO into bio-diesel. The plant is expected

to be completed by end-2019.

In 2009, Alserkal’s company Blue, in partnership with Dubai

Municipality, commissioned Envirol, the first grease trap waste

recycling plant in the MENA region, to enable the effective

disposal of grease trap waste and UCO. During the second phase

of the plant’s deployment in 2018, its capacity was doubled from

50,000 to 100,000 gallons per day. From 2009 to 2019, the plant

recycled more than 90 million gallons of kitchen waste into soap

and bio-diesel. Through Envirol, Alserkal and Dubai Municipality

ran the Best Kitchen Award campaign to increase awareness of

food establishments on the FOG waste problem.

One drop of oil contaminates one million drops of water.

Inlet pipe Outlet pipe

Clearwater

Liquid level

Sludge

Fats, oils & grease (FOG)

Grease trap: scheme of work

31

2.8. FIRST ABU DHABI BANK

First Abu Dhabi Bank (FAB), the UAE’s largest bank, was formed in 2017 following the

merger between First Gulf Bank (FGB) and National Bank of Abu Dhabi. With around

5,400 employees across 18 countries, FAB provides corporate, retail, and Islamic banking

services to individuals, businesses, and governments worldwide.

Business sustainability has been a long-term objective of the company since before the

merger – NBAD issued its first GRI report in 2009.1 A group-wide sustainability policy is

designed to ensure a responsible approach to doing business and is overseen by FAB’s

dedicated Corporate Sustainability department. Far from a stand-alone document,

the principles set out within this policy actively guide FAB’s core business strategy,

service provision, and other frameworks such as the bank’s Code of Conduct and

Environmental Policy.

To drive continuous improvement in its

sustainability performance, FAB voluntarily

adheres to a number of global sustainability

standards including the GRI, Green Bond, and

the Equator Principles. Furthermore, FAB is the

only bank to have signed the United Nations

Global Compact, the world’s largest voluntary

corporate sustainability initiative.

FAB’s current sustainability framework comprises four strategic pillars channeling the

bank’s activities: Strong governance, integrity, and risk management; Responsible

banking; Responsible employment; and Positive social impact. A set of SDGs are mapped

to each of these pillars to demonstrate FAB’s support of the UAE’s commitment towards

sustainability. Among others, these include SDG 12 (sustainable consumption and

production) and SDG 13 (climate action).

1 The Global Reporting Initiative helps businesses and governments worldwide understand and communicate their impact on critical sustainability issues such as climate change, human rights, governance, and social well-being.

BELINDA SCOTTVP & Head of Corporate Sustainability

CASE STUDY

We aspire to epitomize the very best in corporate sustainability performance and be recognized as leaders in the financial industry.

FAB has issued the first and only green bond in the Middle East in 2017.

32

FAB contributes to SDG 12 by raising community awareness

and educating its employees on the importance of responsible

consumption. To this end, information is displayed at the bank’s

headquarters in Abu Dhabi, encouraging people to adopt

sustainable practices such as using glass carafes instead of plastic

bottles. The company also facilitates the collection of used plastic

and partners with the sustainable apparel company DGrade to

recycle it into eco-clothing.

FAB addresses the critical SDG 13 by pursuing innovative finance

solutions that directly combat climate change. As part of its

Sustainable Finance Program, for example, FAB issued the MENA

region’s first and only Green Bond in 2017, worth $587 million.

Proceeds from the bond will be used to finance projects involving

renewables, energy efficiency, and water management. FAB’s

issuance of a green bond enables it to fund large-scale green energy

projects for combating climate change, which are often shunned by

investors due to the large up-front capital requirements and modest

returns over long time-periods. To date, FAB has financed two solar

plants from the green bond’s proceeds, offsetting over 7 million tons

of carbon per year.

In a further demonstration of its commitment to sustainability, FAB

became the first bank in the Middle East to launch a green loan in

2018. Granted to clean energy and sustainable urban development

firm Masdar as a revolving credit facility, the loan will provide

funding for the company’s investments in green technology and

eco-real estate.

Not content with past achievements, FAB is presently exploring ways

to expand its Sustainable Finance Program to responsible investing

by integrating environmental, social, and governance risks into

investment decision-making and credit due diligence processes.

FAB has financed two solar plants, offsetting over 7 million tons of carbon annually.

33

2.9. MULTINATIONAL COMPANIES BUSINESS GROUP

MCBG is a non-profit industry working group formed in Dubai in 2016 to enhance public-

private dialogue and contribute to shaping government policy. MCBG covers a diverse

range of industries including manufacturing, technology, energy, food and beverages,

automotive, energy, consumer goods, healthcare, insurance, and retail. The group includes

over 30 members, including Nestlé, Mars, and Unilever.

Nestlé, Mars, and Unilever are international consumer goods corporations, operating in

over 200 countries, and together employing more than half a million people around the

world. The companies have similar approaches to sustainability that are incorporated into

their strategies and support their missions and principles of business conduct. All three

producers have sustainability efforts which emphasize individual health and well-being,

enhancing the livelihood of those within their communities, and protecting the planet

and the environment. The companies closely align their efforts with the SDGs and define

mechanisms to measure progress. For example, Nestlé has developed a list of 20 specific

commitments, and it reports the progress annually. The key SDGs supported by Nestlé,

Mars, and Unilever are good health (SDG 3), which is directly aligned to their industry;

and environmental SDGs such as clean water (SDG 6), sustainable consumption and

production (SDG 12), and climate action (SDG 13).

Because nutrition is one of the key determinants of a society’s good health and well-

being, improving product quality is at the core of the consumer goods business. Within

the GCC, Nestlé, Mars, and Unilever, as members of the International Food & Beverage

Alliance, committed in 2016 to remove trans-fatty acids (TFAs) and reduce the salt

and sugar content in their products. By 2018, the objective of less than 1 gram of trans-fat

per 100 grams of product was achieved worldwide. In the Middle East, Nestlé has

reduced 10.7 percent of salt content across its products from 2014-2016, as well as

30 percent of sugar content in cereals. By 2020, Nestlé aims for a further reduction of

sugar by 10 percent in cereals and by 5 percent in confectionery.

Looking to improve its water efficiency, Unilever has built an on-site Effluent Treatment

Plant in its Dubai Personal Care manufacturing facility (DPC), to enable 80 percent of

waste water to be reused on site for cooling and irrigation. Unilever also operates a

sewage treatment plant to recycle waste water for irrigation purposes.

In addition to reformulating food contents, Nestlé deploys a range of initiatives promoting

health-conscious behavior by providing information and raising awareness. For instance,

the company deployed a school nutrition education program Ajyal Salima for 90,000

children in six countries, including the UAE, Saudi Arabia, and Bahrain. As a result,

consumption of fruits and vegetables doubled, and purchase of soft drinks and unhealthy

foods dropped significantly.

PRIYA SARMASr. Sustainability Manager, Unilever

CASE STUDY

34

Both Mars and Unilever have deployed a “Zero Waste to Landfill”

initiative, so that their current operations no longer generate waste

to landfill. This was possible due to reducing waste at source, reusing

and recycling the materials, and transforming waste to energy.

For example, Mars initiated a scheme with local cement companies

which involved using waste as a fuel for cement kilns. The scheme

is now supported by the Dubai Municipality and has been adopted

by other companies in the UAE.

Unilever, meanwhile, has utilized its organic waste and transformed it into soil conditioner

which is distributed to farms in Al-Ain. Since 2012, all the company’s organic waste,

including discarded food, used tea bags, and bagasse plates is processed in the

composting machine installed on sites in the UAE. The combined amount of recycled

waste from Unilever’s Head Office site in Jebel Ali and manufacturing sites, including

the Lipton Tea Factory Jebel Ali and DPC, is around 25 tons annually.

Unilever has achieved an 18 percent reduction in carbon emissions in 2017-2018 through

increased energy efficiency. The company uses measures such as downward lighting to

reduce light spillover and uses high heat reflective hardscape and rooves to help reduce

air temperatures and energy costs by minimizing the use of air-conditioning to cool

buildings. In its offices and warehouses, Unilever installs LEDs and induction lights, as

well as heating, ventilation, and air-conditioning systems to enable energy efficiency.

The building management systems control buildings’ temperatures by scheduling and

optimizing the cooling hours. In addition, the DPC facility has been designed with proper

insulations to decrease the absorption of heat by the building and consequently reduce

the subsequent loss of cooled air.

Mars has been also taking action against climate change. The company has installed

energy efficient lighting and solar pipes within its office, and has also installed ammonia

chillers and a solar farm at its factory site. This has reduced carbon emissions and enabled

annual savings of 2.1 TJ of energy, and 52,000 liters of diesel – a 60 percent reduction in

the use of diesel in 2008.

At the time of its launch in December 2016, Unilever’s DPC factory was the largest private

sector solar park. It is one of the first factories in the MENA region to have both Solar

Photovoltaic and Solar Thermal systems totaling up to 2 MW of power generation for one

manufacturing plant. This aims to fulfill the company’s global vision of becoming carbon

positive by 2030 and make the surplus available to the markets and communities in which

it operates.

Nutrition is one of the key determinants of a society’s good health and well-being.

35

2.10. EMIRATES

Founded in 1985, Emirates is one of the world’s largest international airlines, operating

around 3,600 flights per week to more than 155 cities in 86 countries. The airline is a

subsidiary of The Emirates Group, which is wholly owned by the government of Dubai’s

Investment Corporation of Dubai.

Employing more than 60,000 people – of whom more than 40 percent are women –

Emirates contributes to SDGs such as SDG 5 (gender equality) and SDG 8 (decent work).

Emirates has also linked its strategy-derived environmental priorities to the SDGs that are

important for the UAE, including SDG 6 (clean water and sanitation), SDG 12 (responsible

consumption and production), and SDG 13 (climate action).

Striving for more sustainable water use, Emirates has adopted dry washing for its aircraft,

which has significantly reduced water consumption. This move has resulted in annual

savings of 11 million liters of water compared to the traditional method of washing aircraft

with water.

Emirates has also made efforts to reduce waste from all sources and to recover value

from the materials used in both corporate facilities and inflight services. In 2016-2017,

3,208 tons of materials were recycled. Emirates’ initiatives include refurbishing and

repurposing equipment, reducing single-use plastic items and other waste from inflight

service, as well as using more sustainable products such as economy class ecoThread™

blankets, which are made from recycled plastic bottles.

SHANNON SCOTTSenior Manager Environment Affairs

CASE STUDY

11 million liters of water saved annually as a result of dry washing of aircrafts.

36

Fuel consumption and the resulting carbon emissions represent

a key focus for Emirates from an environmental perspective. The

company operates a young, fuel-efficient fleet, implements fuel-

saving operational techniques, and optimizes planning of ground

transportation at its Dubai hub. For instance, the idle reverse thrust

on each landing saved 4,941 tons of fuel (15,564 tons of CO2),

and turning off one engine while taxiing saved 1,170 tons of fuel

(3,686 tons of CO2) in 2016-2017.

Emirates also invests in renewable energy solutions to reduce its

carbon footprint. In 2016-2017, the solar array at the Emirates Engine

Maintenance Center generated 1,403 MWh over the year. Other

energy-saving initiatives of the company include retrofitting facilities

with energy efficient fittings, such as LED lighting or efficient chillers,

helping save more than 237 MWh of electricity monthly.

4,941 tons of fuel saved by adopting idle reverse thrust on landing (15,564 tons of CO2).

37

2.11. DUBAI FREE ZONES COUNCIL

The Dubai Free Zones (DFZ) Council is an advisory body that coordinates efforts between

Dubai free zones and the UAE government to help attract investments and to create an

enabling environment to boost the national economy. Furthermore, it seeks to enhance

collaboration between the free zones, building synergies based on the exchange of

knowledge and best practices. The council covers 11 free zones across multiple industries,

including aviation, financial services, industry, logistics, health, and information and

communications technology.

The zones offer attractive opportunities for businesses including 100 percent enterprise

ownership, repatriation of profits, easy startup licensing procedures, and no minimum

capital investment required.

The free zones’ broad outreach allows for significant opportunities to promote

sustainability in the UAE. Many free zones have already started integrating the SDG

agenda into their strategies. For example, the Dubai Multi Commodities Centre (DMCC)

has defined a set of SDGs across four strategic dimensions: people, marketplace,

environment, and community.1 In 2017, the DMCC committed to the UN Global Compact to

encourage responsible business practices. Another free zone, Dubai South, has formed an

internal working group to map the SDGs into its strategy, targets, and KPIs in 2019.

Multiple free zones contribute to the progress of various SDGs, but the most common ones

are SDG 8 (decent work and economic growth), SDG 11 (sustainable cities and communities),

SDG 12 (responsible consumption and production), and SDG 13 (climate action).

A core mission of free zones is to provide equal work opportunities for all, and foster a

respectful, inclusive, and diverse working environment. For instance, DMCC’s employees

include people of 43 nationalities, 17 percent of whom are under 30 years of age and

37 percent are women.

DMCC has launched the ambitious Smart and Sustainable District Strategy 2018-2019,

with the key objectives to enable the Dubai Smart City initiative, and to reduce energy

consumption across the free zone to align with the 2030 targets of the Dubai Supreme

Council of Energy.

1 Dubai Multi Commodities Centre

BUTI ALMHEIRISenior Manager, Leasing & Licensing

CASE STUDY

“DMCC has continually improved the integration of the UN Global Compact and its principles into its corporate strategy, culture and day-to-day operations.”

AHMED BIN SULAYEM, EXECUTIVE CHAIRMAN AND CEO, DMCC

38

To address waste management, DMCC aims to initiate recycling

targets for each of the waste categories generated by its facilities.

DMCC intends to initiate a project around smart and sustainable

buildings that will reduce energy and water consumption, enhance

building environment, improve individuals’ well-being, and reduce

maintenance and operational costs. The initiative involves identifying

partners who DMCC can collaborate with on retro-fitting buildings

across the free zone. In 2018, retro-fitting interventions were

undertaken on OneJLT, a LEED Gold (BD+C) certified building.

DMCC’s new flagship district, Uptown Dubai, is also being constructed

in accordance with LEED Gold (BD+C) standards.

Dubai South has been contributing to reducing carbon emissions.

To this end, South Energy, the energy solution arm of Dubai South,

has signed a solar project agreement in March 2019 to build a 2 MWp

photovoltaic system that will generate more than 3,000,000 kWh

of renewable energy annually for five of Dubai South’s facilities.

This amount of energy can cover 40 percent to 100 percent of the

facilities’ electricity consumption, which, when achieved can cut

1,500 tons of carbon dioxide emissions per year.

Dubai World Trade Centre (DWTC) has also invested in tracking

carbon footprints. Earlier this year, the DWTC completed installation of

3,000 photovoltaic solar panels on the roof of Sheikh Rashid Hall with

a combined capacity of 1 MW peak, which will save 2,000 tons of

carbon dioxide annually. DWTC plans to complement its energy

diversification drive with an overall energy reduction goal of 5 percent

to 7 percent annually. Retrofitting continues apace at the existing

DWTC properties, with 10,000 lights being replaced by low-energy

LED equivalents.

4.4 MW total solar capacity at DWTC

~1 million AED in annual savings (2018)

39

2.12. MASDAR (ABU DHABI FUTURE ENERGY COMPANY)

Established in 2006, Masdar (also known as Abu Dhabi Future Energy Company), is a

leader in renewable energy and sustainable urban development based in the UAE.

Owned by the Abu Dhabi government’s Mubadala Investment Company, Masdar focuses

on developing commercially viable renewable energy projects. It specializes in advanced

innovation in clean technologies, and its operations span more than 25 countries with

a combined value of $12.5 billion in investments. Masdar City is home to around

1,300 residents, 4,000 employees, and more than 600 companies.

Masdar’s corporate strategy promotes sustainability across four main platforms:

deployment of renewable energy projects, development of sustainable real estate,

commercialization of advanced clean technology, and creation of knowledge and industry

platforms, such as Abu Dhabi Sustainability Week1 and the Zayed Sustainability Prize.2

Masdar’s core business is specifically aligned with SDG 7 (affordable and clean energy),

SDG 11 (sustainable cities and communities), and SDG 13 (climate action). Masdar

regularly reports on progress in driving sustainability according to the GRI.

To date, Masdar has invested over $4 billion in renewable energy projects in different

countries whose gross value is estimated at $12 billion. Masdar’s renewable energy

project portfolio comprises nearly 4 GW of gross generating capacity.3 These projects

include Shams 1 in Abu Dhabi, the largest concentrated solar power plant in the world

at the time of its inauguration in 2013; Gemasolar in Spain, the first utility-scale thermal

solar plant to generate electricity round-the clock; the London Array in the UK, the

largest offshore wind farm in the world at the time of its inauguration in 2013; and

Hywind Scotland, the first commercial-scale floating wind farm. They will displace an

estimated 5.4 million tons of carbon dioxide per year, while their combined electricity

output will exceed 10,680 GWh annually.

1 A global platform for accelerating the world’s sustainable development.2 An annual global award for recognizing impactful, innovative, and inspirational sustainability solutions.3 Operational or under development

DR LAMYA FAWWAZExecutive Director, Public Affairs

CASE STUDY

Masdar City solar plant

40

Through active partnerships, Masdar is also developing the 800 MW

third phase of the Mohammed Bin Rashid Al Maktoum Solar Park

in Dubai that set a record-low price for generating solar power

($2.99 per kWh) when awarded in 2016. Investments in renewable

energy and clean technologies aim to reduce carbon emissions from

traditional energy sources, thus contributing to SDG 13.

The Zayed Sustainability Prize, managed by Masdar, also contributes

to achieving environmental SDGs, among others. In 11 years, the

winners have contributed to offsetting 1.3 billion tons of carbon

emissions, saving 6.2 billion liters of water, and extending clean

water access to 8.5 million people.

A developer of Masdar City, Abu Dhabi’s flagship sustainable

urban community, Masdar adopts commercially viable solutions

aimed at significantly reducing energy and water demand.

It hosts one of the largest clusters of low-carbon buildings in the

world, developed in accordance with Estidama, Abu Dhabi’s urban

sustainability framework. Buildings are shaped to enhance air flow

and to provide shading to improve outdoor comfort. About one-third

of the city’s power needs are generated on site, from a 10 MW solar

array and rooftop panels with a combined capacity of 1 MW.

The plant produces 17,500 MWh of electricity and displaces

7,350 tons of carbon emissions per year, while buildings within

Masdar City are designed to reduce energy and water consumption

by at least 40 percent.

40 percent more energy and water efficient buildings in Masdar City compared to conventional buildings

41

2.13. SHUROOQ (THE SHARJAH INVESTMENT AND DEVELOPMENT AUTHORITY)

The Sharjah Investment and Development Authority, also known as Shurooq, was

established in 2009 following an Emiri Decree. Shurooq’s ultimate mission is to

enhance Sharjah’s appeal as a destination for investment, tourism, and business

by developing infrastructure projects, facilitating investment activity, and creating

investment opportunities.

Shurooq has aligned its activities to the UN’s SDG agenda. In November 2018 it created

the Sustainability Department, whose role is to explicitly adopt a set of SDGs to be driven

over an annual course. The list includes six SDGs, namely SDG 3 (good health and well-

being), SDG 5 (gender equality), SDG 9 (industry, innovation and infrastructure), SDG 10

(reducing inequality), SDG 11 (sustainable cities and communities), and SDG 15 (life on

land). For the purposes of this report, we have selected the initiatives that contribute the

most to the UAE’s priorities.

Shurooq has partnered with Diamond Developers, a leading sustainable communities’

developer in the UAE, to launch an AED2 billion Sharjah Sustainable City project in March

2019. It is the first urban mixed-use project in Sharjah, which meets the high standards of

environmental sustainability and which serves the needs of the green economy. Spread

across 7.2 million square feet, it will feature 1,120 eco-friendly and energy-efficient villas

upon completion. These smart homes will be powered by renewable energy and offer up

to 100 percent savings on electricity and 50 percent cuts on water. All water will be reused

for irrigation purposes. The community will also include a sustainable school to promote

the concept of sustainability through its curriculum, as well as a Sustainability Experience

Center – a platform to host forums to increase awareness of environmental issues.

MARWAN AL SERKALExecutive Chairman

CASE STUDY

42

Sharjah has been at the forefront of eco-tourism development in

the UAE, and Shurooq has been playing a key role in driving this,

contributing to SDG 15 (life on land).

Through the Kalba eco-tourism project, Shurooq promotes Kalba,

one of the oldest mangroves, as a tourist destination by engineering

ways to preserve the natural environment and running environmental

awareness programs and education centers. The project was

launched in 2012 in collaboration with the Environment and

Protected Areas Authority in Sharjah.

Another project that falls under SDG 15 is the Mleiha Eco-tourism

project. Shurooq has invested approximately AED250 million

to develop the Mleiha archaeological site, the region’s

130,000-year-old natural history site from the Paleolithic period,

nominated by UNESCO as a World Heritage Site.

Plans to launch an AED2 billion Sharjah Sustainable City project – the first urban mixed-use project in Sharjah, which meets the high standards ofenvironmental sustainability and which serves the needs of the green economy.

43

3. CONCLUSIONS

3.1. KEY CHALLENGES FOR THE PRIVATE SECTOR

The UAE’s major private sector companies have made important contributions to the

country’s sustainable development, including driving critical SDGs, such as clean water

and sanitation (SDG 6), reponsible consumption and production (SDG 12), and climate

action (SDG 13). Along the journey, companies have faced some challenges that need

to be addressed in order to enable further progress.

The challenges identified fall into three major areas: a lack of awareness on sustainability

priorities, under-developed processes and governance, and isolated initiatives.

Although market players are increasingly becoming aware of the importance of sustainable

development, not all of them have incorporated the SDGs into their corporate strategies

yet. A few leading companies have started mapping their strategies to the SDGs, but

there is still a long way to go for other market players to catch up. Moreover, private sector

companies do not always have sufficient visibility on national sustainability priorities,

because there are multiple existing frameworks for SDG scoring, and overlaps between

some SDGs.

To drive sustainability efforts, private sector companies need to ensure that processes and

governance are in place to translate strategy into initiatives, manage their implementation,

measure the impact, and communicate the progress. Internal stakeholders need to be

aligned on the company’s strategic priorities and act towards sustainability at all levels of

organization. Clear allocation of responsibilities and accountability, as well as managing a

company’s culture is key to achieving these goals.

Finally, different companies take different individual approaches to sustainability initiatives.

This often results in lack of alignment of the market’s efforts towards the ultimate objective

of national progress. In addition, isolated (“silo”) efforts can prevent companies from

exchanging best practices and learning from peers and combining their efforts, thus

reducing potential impact.

The UAE’s private sector leaders have started addressing these challenges, working

closely with the government. Maintaining and capitalizing on this collaboration is key

to overcoming challenges and driving further sustainable development in the UAE.

44

3.2. THE WAY FORWARD FOR THE UAE

The UAE government understands the critical role of the private sector in contributing

towards national sustainable development. The UAE is therefore keen on enabling an

environment where private sector companies are provided with the necessary information

and guidance.The government also aims to introduce appropriate regulations and

infrastructure, and support specific private sector initiatives.

Regular communication is key to ensuring private sector companies’ awareness on the

government’s priorities, and to ensuring mutual alignment on the efforts needed for

achieving those priorities. Awareness can be facilitated through running informative

campaigns on specific SDGs and their components and drivers.

The government may also support companies with guidance on how to map their strategies

to the SDGs by offering potential approaches or frameworks. In order to ensure higher

transparency on the implementation of the SDGs, the government can help set voluntary

targets cascaded from the SDGs with clear guidance on how these should be measured

and tracked.

A favorable legislative environment would ensure that all industries follow standard practices

when driving the SDGs. This is especially relevant for addressing environmental issues

(for example, plastic waste), enabling investments in sustainable finance, or clarifying

procedures on public-private communication (for example, reporting on the SDGs).

Collaboration between the government and private sector regarding the development of

such regulations is crucial to ensuring that potential questions or concerns can be raised

in a timely manner.

It is important to allow for data sharing across the market so that private sector companies

can learn from their peers’ performance. It will allow them to become more agile in

identifying and addressing their own potential areas for improvement. Governments can

support these goals by providing data collection infrastructure, and by regulating and

enforcing the data supply from different market participants.

Another area of potential government support is working together with the private sector

on specific initiatives contributing to the progress of the SDGs. For instance, a joint

campaign to raise the local population’s awareness of air pollution would encourage

alternative transportation means (for example, public transportation or ride-sharing),

thus contributing to climate action (SDG 13).

By working together, the UAE government and private sector companies can contribute

to sustainable development of the country, thus achieving the UAE’s vision of becoming

one of the leading countries in the world.

45

LIST OF ACRONYMS

ADGM – Abu Dhabi Global MarketBMU – Federal Ministry for the Environment, Nature Conservation and Nuclear Safety (Germany)DEWA – Dubai Electricity and Water AuthorityDMCC – Dubai Multi Commodities CentreDPC – Dubai Personal Care manufacturing facilityDWTC – Dubai World Trade CentreEPR – Extended Producer ResponsibilityERC – Emirates Red CrescentETP – Effluent Treatment PlantFAB – First Abu Dhabi BankFCSA – Federal Competitiveness and Statistics AuthorityFOG – fats, oils and greaseGDP – Gross Domestic ProductGNI – Gross National IncomeGRI – Global Reporting InitiativeGWh – Gigawatt hoursHVAC – Heating, ventilation, and air-conditioning systemsHR – Human ResourcesIFBA – International Food & Beverage AllianceKPI – Key Performance IndicatorkWh – Kilowatt hoursLDC – Least Developed CountriesLED – Light-emitting diodeMDG – Millennium Development GoalsMENA – Middle East and North AfricaMOCCAE – Ministry of Climate Change and EnvironmentMOI – Ministry of InteriorMOFAIC – Ministry of Foreign Affairs and International CooperationMWh – Megawatt hoursNAMA – Nationally Appropriate Mitigation Actions (Indonesia)NGO – Non-governmental organizationODA – Official Development AssistancePSAC – Private Sector Advisory CouncilSCP – sustainable consumption and productionSDG – Sustainable Development GoalsTFA – trans fatty acidsUAE – United Arab EmiratesUCO – used cooking oilUN – United NationsUNFCCC – United Nations Framework Convention on Climate ChangeUNGC – United Nations Global CompactUNHCR – United Nations High Commissioner for Refugees

46

AUTHORS

Greg Rung

Partner

Greg.Rung@oliverwyman.com

Natalia Fomichenko

Associate

Natalia.Fomichenko@oliverwyman.com

Nour El Chedrawi

Lead Projects Executive

Nour.ElChedrawi@fcsa.gov.ae

MARKETING AND COMMUNICATIONS

Lavita D’Souza

Head of Marketing (MEA Region)

Lavita.Dsouza@oliverwyman.com

Faez Roger

Marketing Associate

Faez.Roger@oliverwyman.com

Christiaan Coetzee

Senior Projects Executive

Christiaan.Coetzee@fcsa.gov.ae

ABOUT FCSAThe Federal Competitiveness and Statistics Authority (FCSA) is a federal government authority reporting to the UAE Cabinet; it was established according to federal decree number 6 /2015, aiming to develop the UAE’s performance in the areas of competitiveness and statistics, through establishing an integrated national statistical system and regulating the statistical and competitiveness sector to achieve UAE’s national interests.

DUBAI

+971 4 608 0000

www.fcsa.gov.ae

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